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Management Development Programme

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In the company’ s latest internal memo, a major call to action was in regard to the continued fall in total productivity. A subsequent memo circulated amidst the company’ s C-level management revealed that one of the major causes for the sustained shortfall in productivity was poor management of talent processes and development program. The human resource department is, therefore, tasked with the responsibility of assessing the validity of this statement and providing deeper insights and information as to how this state of affairs came about. The subsequent sections inform how the research analysis was undertaken and conclude with an assertion of whether or not the claims made in the internal memo were true. To understand better the capabilities brought by an individual to a job, an assessment of the relationship existing between the various competencies and levels is important.

There are three crucial levels of competencies: skills and knowledge prevail at the outermost or behavioral level reflecting the ability of the individual to merge usable information in his possession in doing a given task well; self-image versus social role confrontation exists at the intermediate level demonstrating how identity perceptions and values reinforce work ethic; personal characteristics are at the core level, reinforcing motives and sustaining interests.

Core motive traits are hardest to develop, yet they have the greatest impact on individual performance (Sims et al. , 2007). People qualities are a strong source of leadership, creativity, and innovation, which are the primary components for attaining competitive advantage. This is perhaps the reason for the emergence of crude yet every effective practice of seeking and hiring top-talented executives in the corporate world referred to as “ head-hunting” .Two models/ criteria were identified for assessing the results of the above set of questions: job competency assessment (JCA) and the ‘ high impact talent management’ models.

The former was chosen because competencies are the primary differentiator between superior and average performance within an organization

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